Agility or velocity, what is more important? Intending to help you to answer this question, we have the following inquiring: which ones won a Formula One running? The one who just reached the higher speed or the one whose abilities’ are balanced, such as braking, track layout and change of directioning?
Beyond this question, let me do one more: on a winding track, what is more important? Maximum speed or acceleration?

The importance of a directioning

As in F1, on enterprises we also need directioning and adaptability to reach success. We can have the best pilot in the world, but if he doesn’t know where he needs to be and which way to accomplish, the results won’t come.

Translating this to the entrepreneur’s world: it means your team’s maximum execution speed  it’s not what really matters to achieve results. Like in a racetrack, the path to reach your objectives is full of direction’s changing. Due this, it’s extremely important to have on mind a clear finish line, as know your runway. This is why it is so important to know how to directioning your OKRs.

In our last text, we talked about how we spread Scrum methodology in the whole company, but our cultural change didn’t stop there. We had improved our capacity of execution (as well as our capacity of acceleration), but we still hadn’t a clear direction. 

Noticing this necessity, we started to study more about strategic management, goals definition, KPIs and which themes we thought helpful ro define this direction. In this research, we found the strategic management’s methodology used by a great part from the biggest and most innovative enterprises from the world, as Microsoft, Amazon, Apple, Google and Facebook: the OKR methodology.

Learning to directioning our OKRs

We already talked about the advantages of using this methodology on our blog, and we also did a theoric guide as well as a practical guide to how utilize OKRs on your enterprise. But how did it started to us?

Soon as we discovered this methodology on our’s researches, we get excited and decided to implement it immediately. First, we’ve reunited our directors and defined which objectives and key-results we would choose for the entire enterprise. We get satisfied with the results of this, then we called the teams’ leaders to designate how they would help the enterprise’s results, so we started to construct and directioning their OKRs. When we just finished these definitions, we followed to our first cycle. We spent three months collecting data, analysing and solving problems focused on reaching our OKRs. 

I could say it was easy, but I certainly would be lying. None of us had practical experience to guide our OKRs and even our theoretical knowledge was extremely limited. Obviously, we’ve had many mistakes, but we figured that with the Objectives and Key-Results well guided and clear to everyone each team was working more focused, because they knew what they wanted to attain on every task.

Our learning

Even starting with several mistakes, the company’s dynamic improved. The simple fact we had defined where we wanted to reach in a certain time period, and communicated to everyone what would be our guidance marks have made the finishing line clear, just as the road mapping.

Agility or velocity? We decided that, in the extremely incertain scenario we lived, it was more important to be agile than just focus on our speed. If we concentrated only on our speed, would we be able to execute our tasks fast? Yes. But we wouldn’t know if they were really taking us to the right direction we certainly wanted.

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